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Conference on

Best Pract ices in Maintenance

Management

May 11th & 12th 2010, Pune India

Speaker: Dinkar Joshi

Designation: Sr Manager ( HOD Maintenance)

Organization: Endurance Technologies Pvt. Ltd.,

Aurangabad

Session Role Of Planned Maintenance In

Implementation Of TPM

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May 11, 2010. “Best Practices in Maintenance Management”Pune 2

Role Of Planned Maintenance In

Implementation Of TPM

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What is TPM?

Total Profit Management

…………………Company Survives

Total Production Management

………………… ISO, TQM, JIT, Re-Engineering

Total Perfect Manufacturing

…………………. Loss Elimination

Total Productive Maintenance and Management

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By implementing TPM, we get a proper image of

“manufacturing product” in the age of automation and

microelectronics, there by contributing to the

prosperity of enterprises and the happiness of

mankind.

TPM Principles

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Through TPM ……

1. We pursue efficient production systems and accomplish the highest

customer satisfaction for quality, cost and delivery term.

2. We accomplish zero-disasters & accidents, zero-defects, and zero

breakdowns to build safe and cheerful workshops.

3. We accomplish zero-disasters and zero-pollution to make life safer and

more pleasant, not only for employees, but also for local residents.

4. We eliminate all losses in the resources and energy to conserve the Earth’s

environment.

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CHANGE THE MACHINE.

CHANGE THE MAN.

Basic Concept Of TPM

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Obtain Minimum 90% OEE( Overall Equipment Effectiveness )

By Keeping Target For All Losses - ZERO

Operate in a manner, so that there are

no customer complaints.

By Keeping Target of Defects - ZERO

TPM Targets

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TPM Targets

Reduce the manufacturing cost

By Keeping target of Losses - ZERO

Achieve 100% success in delivering the goods

as required by the customer.

By Targeting Losses -ZERO

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TPM Targets

Maintain a accident free environment.

Target For Accidents - ZERO

Increase the suggestions by 3 times. Develop

Multi-skilled and flexible workers.

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Accidents

Breakdown

Defect

Losses

ZERO

TPM Targets

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ZERO MEANS ONLY ZERO !!!

ZERO HAS NO TOLERANCE

ZERO DEFECT

ZERO BREAKDOWN

ZERO ACCIDENT

What Is Zero…….

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• Just Imagine that if 1% of all the flights crashed.

• Just Imagine that if 1% of all the heart surgeries

failed.

• Just Imagine that if 1% of the buildings collapsed

soon after construction.

Importance Of Zero…….

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TPM

I n

d i v i d u a l I m p r o v e m e n t

P l a n n e d

M a i n t e n a n c e

D e v e l o p m e n t m a n a g e m e n t

E d

u c a t i o n & T r a i n i n g

A u t o n o m o u s

M a i n t e n a n c e

Q

u a l i t y M a i n t e n a n c e

T P M i

n O f f i c e s

S a f e t y ,

H e a l t h &

E n v i r o n m e n t

5 S is The Base Of TPM

TPM Pillar Structure

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Japanese

Term English Translation Equivalent 'S' term

1S Seiri Organization Sort

2S Seiton Tidiness Systematic

3S Seiso Cleaning Sweep

4S Seiketsu Standardization Standardize

5S Shitsuke Discipline Self - Discipline

Concepts Of 5S

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1S- PLASE FOR EVERYTHING, 2S EVERYTHING ON ITS OWN PLACE

BEFORE AFTER

NO FIX LOCATION FIX LOCATION

BENEFIT : REDUCE SEARCHING TIME, REDUCE FATIGUE

Example Of 2S

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BEFORE AFTER




Example Of 2S

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BEFORE AFTER




Example Of 2S

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• Reviewing Business Objective

• Loss Structure

• Target setting for achieving Business

Objective

• KPI’s for measuring in KRA.

• Implementing Kobetsu Kaizen Themes.

Support PM Pillar

Improved System with

Improved Maintainability

Loss

Elimination

Key Activities


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• Listing / Stratification of Defects.

• QA / 4M / QM / Q Components.

• CBM of Q Components.

•Defect Analysis using different tools.

• Implementing Defect Elimination Projects.

• Sustenance and Reliability Enhancement.

• Reduction of Inspection / Sampling Cost.

• Elimination of Customer Complaint

Support by PM Pillar

• QM Matrix

• Q Components.

• CBM of Q Components for easy

Inspection

Defect

Elimination

Key Activities

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• Practicing CLIRT activities during all

steps.

• Practicing tentative standards

• Monitoring & recording abnormalities

using 5 senses

• Countermeasure against source of

contamination

• Reduction in CLIRT time

I Do, I Check,

I Maintain

Key Activities


deterioration

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• Prevention of Occurrence & Recurrence

of accidents.

• Safety patrol for Identifying Unsafe

Condition & Acts.

• Health Hazard Elimination using tools

such as mapping etc.,

• Reducing Environmental Impacts

Support by PM Pillar Improved & Safe

Working Atmosphere

Zero

Accident /Health hazard

Key Activities

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• Skill Assessment

• Identifying Training Needs for achieving

business objective.

• Imparting Training / OJT / External

happenings in the market.

• Review the skill level and if not okay

retrain.

• Continuous Monitoring.

Upgraded Skill level for

achieving Business Objective

Skill /

Knowledge

Improvement


Key Activities

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• Elimination of Administrative Losses by

eliminating Waste activity & Reducing

Non value added activity

• Reducing the manufacturing Cost

through

cost loss approach with KK pillar.

Cost Awareness /

Cost Effective Programs.

OTPM Loss

Elimination

Key Activities


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• Collection & utilization of feed back

Measuring needs for ease of

manufacturing

Developing new product with

minimum losses

Zero breakdown, zero defect, zero

accident by implementation of MP onnew machines/ equipements

Trouble free new

equipment from

day one

Key Activities


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• Activities to prevent deterioration

• Activities to measure deterioration

• Restore deterioration .

•Support to JH

•Skill enhancement of Maintenance

staff.

•Input to DM for MP Kaizens

Zero Failure

Key Activities

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Planned Maintenance

Aim : Enhance maintenance efficiency through

1. Accomplishing zero failures and zero defects byactivities to enhance maintenance technology andskills, to expand equipment MTBF and to shortenequipment MTTR.

2. Reducing input by activities to make equipment

maintenance efficient.

Purpose :

Functions of equipment can be

demonstrated satisfactorilywhenever equipment needs them at minimum

cost.

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Activity UOM BMCurrent Status End Target

Dec..09 Jan.10 Feb.10

PBreakdown hrs. Hrs 0

Breakdown Occurrences Nos. 0

Q

Defect due to PM No. of

Phenomenon

0

C

Maintenance Cost Rs./Piece X

Energy Cost

Electricity / Fuel / Water

Rs /piece Y

Spare part Inventory Cost Rs. In Lac Z

S Accident due to weak PM Nos. 0

M

Kaizens No of kaizen /

employee / month

Nos B

Training PM Training Hrs/emp/month V

Planned Maintenance - Targets

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Basic Philosophy of Zero Failure

• Men make equipment fail.

• Equipment can be set for zero-failures provided the thinking

of men change.

• Conventional view of “all equipment can fail” should be

changed to “don’t let equipment fail.”“failures can be reduced to zero.”

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Rules for Zero Failure

Discover latent defects to prevent failures.

Failure

• Dust, Soiling, adhesion of raw

materials.

• Abrasion, backlash, looseness, leaks

• Corrosion, deformation, flaws, cracks• Temperature, vibration, sound and other

errors

“Failure” is only the tip of the iceberg.

Latent defects

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Study of past Equipment History

Ranking of Equipment

Support to JH

Preparation of JH3 tent. Stds. and TBM

Equip. Failure Analysis to identify Root Cause

Counter Measures and Kaizens

Sustenance Activities

Predictive Maintenance (CBM)Periodic Maintenance (TBM)

Lubrication & Spare Parts Management

Enhancement of Knowledge & Skill of Maintenance Operators

PM Pillar Methodology

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Equipment Ranking

A : High Priority Equipment or M/C

Most Critical m/c

B : Medium Priority Equipment or M/C

C : Least Priority Equipment or M/C

Ranking of m/c sub parts are done in the same

way.

May 11, 2010. “Best Practices in Maintenance Management”Pune

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Equipment Rating

AREA ITEM Evaluation EvaluationStandard

1. Howoften is the Equipment used? 4 2 1 80%or above : 4

60 to 79 % : 2

59%or below: 12. Is there backup equipment? 5 4 2 1

No (or) Yes, but it takes too many manhours: 5

Available at other plants : 4

Covered by stock : 2

Backup Equipment exists : 1

3. Howhigh is the dedication?

(Proportion of products of a similar type produced by theequipment)

4 2 1 100 ~75%: 4

35 ~75% : 2

0 ~35% : 1

Production

4. To what extend will a failure effect other processes? 5 4 2 1 Affects the entire plant : 5

Affects other processes : 4

Only affects to this m/c : 1

5. Value of monthly scrap losses (Burned rubber, wasted cloth, wasted production etc)

4 2 1 (Wasted production) (Wasted Cloth)

Over Rs. 50000 : 4 Over 2.5 Lakhs : 4

25000 ~50000 : 2 1 Lakh ~2.5lakh : 2

Under 25000 : 1 Under 1 Lakh : 1

Quality

6. Howwill the process run on this equipment affect the

Quality of the finished product?

5 4 2 1 Decisively : 5, 4

Somewhat : 2 Not Significantly : 1

7. Frequency of failures in terms of cost of monthly repairs? 4 2 1

Over Rs. 5000 : 4 Under Rs. 3000 : 1 Rs. 3000 ~5000 : 2

Maintenance Cost

8. Mean Time To Repair? (MTTR) 4 2 1 Over 3 Hours : 4 Under 1 Hour : 1

1 ~3 Hours : 2

Safety 9. To what extent does a failure affect the work environment? (like noise, fumes, dust etc)

5 4 2 1 Can be life threatening : 5

Stops work : 4 No Significant effect: 1

A: Priority Ranked: >30 points B: Semi ranked: 20 ~30 points C(Least Significant ) :

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Machine Ranking

34%

53%

A

B

C

Sr. Cat Specification % contribution Nos.

1 A Critical 34% 27

2 B Moderate 53% 42

3 C Non critical 13% 10

Total machines 79

May 11, 2010.“Best Practices in Maintenance Management”

Pune

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Support & Guidance to JH Activity

JH - Step 1

JH Step 2

JH Step 3

JH Step 4

JH Step 5

JH Step 6

JH Step 7

RED TAG STRATEGY SUPPORT (1, 2)

COUNTER MEASURES AGAINST SOURCES

Ex-terminate 4 vices (DIRT, RUST, HEAT, VIB)

SUPPORT FOR MAKING STANDARDS OF

CLEANING, LUBRICATION & INSPECTION

EDUCATION OF OVERALL INSPECTION

FOR LEADER

TRAINING TO IMPROVE MAINT RELATED

TECHNICAL ABILITY

STANDARDIZATION

Autonomous PDCA (CAPD)

1. RED Tag summary sheet andRED Tag plan

2. RED Tag improvement plan

Maintaining visuals

controls and displaying

labels, Types of oils etc.

Use WHY-WHY-WHY

From WHY WHY to

SO WHAT - SO WHAT

M

A

I

N

T

H

E

L

P

PRODUCTION

SHOULD BEABLE TO DO THESE

ACTIVITIES

WITHOUT HELP

OF MAINT, PM

GROUP


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Countermeasures for Zero Failures

1. Establish basic conditions. Kobetsu Kaizen

2. Keep operating conditions. Jishu Hozen

3. Restore the deterioration. Planned Maintenance

4. Improve weak points in design. Education & Training

5. Improve the skill level. Development Mgmt.


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Data collection for breakdowns


Pune

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WHY - WHY Analysis

Oil leaks from cylinder rod each time it operates

Question

ANSWER ACTIONWHY

O-ring changed

What is your final action ?

Answer

Replacing the O-ring

After replacing O-ring, is it OK Yes

Why did you replace O-

ringO-ring cut

Scratch removedWhy O-ring out Rod has scratch

Measures taken to prevent chips

from scattering

Why rod has scratch Chips were scattered and

attached to rod

Cylinder’s position changed and

cover fixed

Why chips were

attached to rod

Cylinder located within scattering

range of chips and rod cover is

not placed

Standardise design and installationWhy cylinder locatedwithin scattering range of

chips and rod cover not

replaced

Defective design and installation


Pune

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Mechanical,

55

Electrical, 25

Electronics,

14

Mechanical Electrical Electronics

Area wise Stratification of Phenomena's

Total Phenomenon:94


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51

32

18

72

3641

63

19

20

121018

22

Fixture and seat check

High Pressure coolant System

Hydraulic System

Auto Tool Changer

Axis

Rubber sheet

Coolant

Spindle

Table

Lubrication

Air leakage

Burr

Door

Mechanical Area wise Occurrences

Total : 414 Nos.


Pune

C t f Z b kd (M h i l)

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Kaizen, 39Training, 17

CBM, 1

Preventive

Maintenance,

46

No root

cause, 8

Countermeasure for Zero breakdown (Mechanical)


Pune

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Development of PM module

Step1

2

3

4

5

6

7

Support & Guidance to JH Activities

Evaluate Equipment and

Understand Current Condition

Restore forced & natural deterioration

and Correct weaknesses

Build an Information management System

Maintain flow of breakdown Analysis

Build a Periodic Maintenance System

Build a Predictive Maintenance System

Evaluate the Planned Maintenance System

MP

CM

PM


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Normal Operation

Preventive

Maintenance

Proper Operation

Set-up and adjustment

Daily Maintenance

Lubrication

Retightening

Cleaning, Address Latent Defects

Operation Condition, Daily Inspection forDeterioration

Minor Check

Time – based Inspection

Time – based Check

Time – based Inspection

Trend Check

Unscheduled Check

Corrective

Maintenance

(Reliability)

Corrective

Maintenance

(Maintain-ability)

Others

Strength KAIZEN

Lightening of Loading

Accuracy Improvement

Conditions Monitoring

MP Activities

Planned Breakdown Maintenance

Emergency Maintenance

Maintenance

Prevention

Breakdown

Maintenance

Sporadic Repair

Earlier discovery of interior situation and

positive and rapid report/remedy

Corrective

Maintenance

Maintena

nceOperation

RestorationMeasurementPrevention

AssignedImplementation

Classification

KAIZEN Of Check Operation

Check Quality KAIZEN

ProductiveMaintenance

Time based

Maintenance

Predictive

Maintenance

KAIZEN of Check Operation

Roles of PM and JH


Pune

M hi t t

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Spares Parts management

A. Inventory Reduction

1) 1S and 2S Activities

2) TBM based procurement

B. Cost Saving Activities

1) Develop alternative source

2) In house manufacturing & repairs

3) Re use after modification

4) Life enhancement

3) Procurement Lead time reduction

4) Procurement of consumable spare

through schedule agreement route

Machinery spares parts management

6-26May 11, 2010.“Best Practices in Maintenance Management”

Pune

Mp Sheet Generation System

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Mp Sheet Generation System


Pune

Break Down Hrs Status (Press shop)

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Break Down Hrs Status (Press shop)

1200

0

9 0 4

7 2 3

6 6 0

6 2 2

6

1 1

5 4 0

4 2 5

5 5 2

3 0 0

3 0 5

2 8 4

2 4 4

2 1 0

1 1 2

4 2 5

0

300

600

900

1200

1500

1800

B.M. Apr-

07

May-

07

Jun-

07

Jul-07 Aug-

07

Sep-

07

Oct-

07

Nov-

07

Dec-

07

Jan-

08

Feb-

08

Mar-

08

Apr-

08

May-

08

Jun-

08

Tgt

N o s o f H o u r s

BETTER

( Oct-06 to Mar-07 )


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Maintenance Cost

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Maintenance Cost

2.1

1.6

1.2

0

1

2

3

4

B.M. Tgt Actual Jun 08

P e r c e n

t a g e

o f s a l e s

BETTER

Maintenance Cost Loss reduction Kaizen done 132 Nos

33 % DOWN


Pune

Defects classification

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Defects classification

A - Type defect B - Type defect C - Type defect

OK

OK

NOT OK

Action

taken byoperator

OK

OK

NOT OK

No action

by operator

LSL USLLSL USL

OK

OK

NOT OK

Action

taken by

operator

LSL USL

• The output is (OK) initially

• Becomes (NG)

• Corrective action is taken

by operator

• Becomes (OK)

• Use Why – Why Analysis

• The output is (OK) initially

• Becomes (NG)

• No action taken by

operator

• Becomes (OK)

• Use PM Analysis

• The output is (NG) initially

• Action taken by operator

• Becomes (OK)

(setting scrap)


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KAIZEN EYE

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KAIZEN EYE

7. Short

8. Can detect

9. Easy

4. Less Bolts

5. No coolant

6. Small

7. Long8. Cannot detect

9. Difficult

4. Many Bolts5. Coolant

6. Big

INCREASE PRODUCTION REDUCE COSTBENEFIT

REDUCE REDUCE ELIMINATE PREVENT INCREASE LIFE

TIME FREQUENCY

RESULT

PROVIDING / CHANGINGCOUNTERMEASURE(Kaizen)

1. Poka Yoke

2. More Friction

3. Partly

IDEA

(OPPOSITE OF ROOT

CAUSE)

1. Poka2. Less Friction

3. Fully

ANALYSIS (ROOTCAUSE)

CORRECT OBSERVATIONPROBLEM (PRESENT

STATUS)

REDUCE / ELIMINATE / INCREASE / PREVENTTHEME

WHEN Trend Continuous, discontinuous, very rare

Time, period Start-up, season, (summer, winter, rainy season), setupWHO Men Day shift, night shift, new employees, temporary help

WHAT Materials Lots, type No.

WHERE Location Part, range, process, equipment

WHICH Trend Direction (+, -, fore, rear, left and right), increase, reduction

HOW Status Equipment, jigs,tools, accuracy (dynamic, stationary), machining conditions

P h e n o m e n a

s t r a t i f i e d

b y 5 W a n d 1 H


Activity KK JH QM PM SH OTPM DM ET

Result Area P Q C D S M

Kaizen Idea Sheet

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Result Area P Q C D S M

Defect Type

Shop: M/C: Reg. No: 2

Kaizen Theme:To reduce setting time for doorspeed .

Kaizen Idea: Easy to Access

Problem/Present Status: On FRDmachine for door speed setting timeis more

Bench Mark 30 MinTarget 5 Min

Kaizen Start 2/11/09

Kaizen Finish 3/11/09

Team Members:1)Mr.K.O.Zanwar.

2)Mr.A.S.Joshi.

3)Mr.B.k.kachke

Benefits:

1)Machine availability improved.Analysis: Result: Door speed setting time

reduced

Root cause : Hard to access

Kaizen Idea Sheet

Why1: Door speed Setting time more

Why2: Guard has to removed forsetting.

Why3: Hard to access

Countermeasure: Provided thewindow cut out on guard for air flowsetting.

How to Sustain : Irreversible

No M/C

T/date Res. Status

1 6 12.11.

09

ASJ Comp.

Scope and Plan for HD30

5

0

50

100

,Nov 09 ' Dec-09

T i m e i n M i n .

Windowfor air flowsetting

Door cylinder

Door cylinder

No window cut out

Case study

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Cost Loss Tree

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REPAIR & MAINTLABOUR

VARIABLE

MFG SUPPORT

MANUFACTURING COST

FIXED

PERSONEL WELFARE ADMIN COST&

PROF FEE

LOL OMLR/W

HRS

B/DCONS

UM

KK KK QM PM PM

GAP GAP GAP

RATE, TAXES,

INSURANCE

BUILDING SPARES DEPRECIA-TION


Cost Loss Tree

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TPM One Point Lesson No.

Date of

preparation.

Engr. Mgr. Prepared By

Theme

Classif icat ion Basic

Knowledge

Improvement

classes

Trouble

class

DATE EXECUTED

TEACHER

STUDENT

Related to CLEAN LUBRICATE INSPECT RETIGHTEN P.M.

METHOD OF USING ALLEN KEY

MK PV Pati l MKP

23-July-08

METHOD OF USING ALLEN KEY

Correct method -

Allen key is fu l ly inserted in the sock et before

t ighten or loosen the bolt .

Wrong method -

Allen key is part ial ly inserted in the sock et

before t ighten or loo sen the bolt .

Allen keyAllen key

May 11, 2010.

“Best Practices in Maintenance Management”

Pune

Planned Maintenance

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Planned MaintenanceKey Activities

Life Extension 1

JH

DETERIORATION

FORCED

DETERIORATION

LIMITING

CONDITION

C

B

M

TIME

J. HOZEN

STEP(4) (6)

ELIMINATION

OF FORCED

DETERIORATION

RESTORATION OF

BASIC CONDITION

REDUCTION

IN SPORADIC

FAILURES

RELIABILITYBASED

MAINT.

DIAGNOSTIC

TECHNIQUE

+ SERVICE LIFE

PREDICTION

J. HOZENEXTENTION OF WORKING LIFE

(IMP.OF WK.PTS OF DESIGN)& ELIMI-NATION OF CHRONIC PROBLEMS

MP DESIGN + INITIAL CONTROLQ.M

PM

KAIZEN KOBETSU KAIZENEDUCATION + TRAINING

SHE

Life Extension 2

[CM]

T

BM

1

T

BM

2


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Planned Maintenance

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May 11, 2010.

“Best Practices in Maintenance Management”

Pune

Planned Maintenance

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DC JOSHI

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